STANDARD EIGHT
STANDARD EIGHT:
PHYSICAL RESOURCES
INTRODUCTION
Montana State University - Bozeman (MSU) was the first of the state. s public institutions of higher education. MSU was established as a Land Grant Institution on an original forty (40)-acre site purchased from the City of Bozeman, adjacent to the city's "county poor farm" during a time of national economic depression. One of Bozeman. s founding fathers bought the poor farm and donated the land for the college. The state legislature refused to appropriate funds for building or operating costs even though the federal government had mandated dates to begin instruction in order for the school to receive Land Grant Funds. This required that the first classes be held in rented facilities in downtown Bozeman, funded personally by local business leaders. The Land Grant Act did fund the instruction, but no buildings or land. The first building on campus was, appropriately, the agricultural experiment station, funded by the Federal Hatch Act, again without state support. And so the tradition continues. [See Exhibit 0.01, In the Peoples Interest: A Centennial History of Montana State University]
The original vision for the school required resources of land and buildings. The campus has developed into a complex combination of academic, research, auxiliary, and support facilities. It is located in a beautiful mountain valley and dynamic community, accessible to international transportation and unlimited recreation resources.
The physical facilities and property of the university have steadily grown over the history of the institution meeting the expanding needs of research, teaching, and outreach. Recent renovation and capital construction completed since the last NASC visit extend the university's infrastructure in support of the institutional mission. Facilities highlights to be discussed in more detail include:
· Over $172,000,000 in capital construction since 1990
· Increase in classroom space from 112,000 to 126,000 square feet, a 12.5% increase
· Increase in gross square footage of 330,000 square feet, an 8% increase
· Completion of the campus-wide utility tunnel project providing utility and communications access for the next century
· Completion of two (2) major academic and research buildings, the Engineering/Physical Sciences building (E/PS) and the Ag BioSciences building
· Renovation of the steam and heating plant
· Central reclamation of the campus mall and other aesthetic improvements
· Construction of an irrigation reservoir, making the campus independent of city supplies
· A refocusing on the academic mission of the institution
THE CAMPUS CORE
MSU has a central core of thirty-six (36) major academic buildings, sixty-one (61) major auxiliary buildings, and 134 individual housing units located on approximately 1,170 acres, of which fifty (50) are a part of the main campus. There are approximately 2,565,000 gross square feet of academic space and 2,060,000 gross square feet of auxiliary space on the central MSU campus. The major buildings have a value of more than $525 million. The Agricultural Experiment Station (AES) facilities are valued at over $13 million. In addition, capital equipment has a value of $85 million. These figures do not include land, books, livestock, roads, parking lots, or utility infrastructure. [See Exhibit 8.01, 1999 MSU Property Appraisal.]
THE OUTLYING CAMPUS CORE
AES properties are located throughout the state in eight (8) distinct and geographically dispersed locations. These facilities have resident staff who manage the facilities and research programs which are located close to the following towns: Moccasin, Sidney, Miles City, Havre, Creston, Huntley, Corvallis, and Conrad. Three (3) other facilities are close to Bozeman: Fort Ellis, Post Agronomy Farm, and the Red Bluffs Ranch, which are operated by campus staff in the Animal and Range Sciences. There is also a new horticulture farm immediately west of and adjacent to the central campus. Most of the Ag station facilities are ranching and farming operations, and the managers have done a commendable job of retrofitting the existing facilities to accommodate the programs.
All of the AES's have their own unique challenges. Havre, located on the National Historic Site of Fort Assiniboine, is an example of the difficulty in running a research station while complying with the mandated preservation requirements and concerns of the historic preservation community.
Most of the Ag station buildings are in a constant state of needing maintenance and/or renovation. There is little funding for operations and maintenance. Many of the facilities are not adequate to support the programs. The stations at Huntley, Moccasin, and Havre have the most severe needs. There is presently no systematic means of funding repair, maintenance, or renovation on these stations. It appears that this funding situation will not change in the foreseeable future.
The University also maintains nursing programs in Billings, Great Falls, and Missoula. The Billings program is housed on the MSU. Billings campus in a recently renovated facility. The Great Falls program is moving into newly renovated space at the Great Falls College of Technology. The program in Missoula is on the University of Montana (UM) campus, but is administered through MSU. Physical space at each campus is adequate to meet the program goals, and there are sufficient offices for faculty and staff, classrooms and conference rooms, computer assisted instruction, and skill/practice laboratories to meet instructional needs. A review of these facilities was recently completed in the CCNE Accreditation Review of the College of Nursing [Exhibit 2.115, College of Nursing Self-Study; and Exhibit 2.116, College of Nursing Self-Study Appendices].
INSTRUCTIONAL AND SUPPORT FACILITIES
CAPITAL IMPROVEMENTS SINCE 1990
Most major buildings on the MSU campus serve as multi-use facilities with space for faculty, staff, students, and classrooms. The lecture halls and many classrooms are equipped with multi-media capabilities and have new smart podiums. to allow teaching with the newest technology. The change from traditional teaching methods to high technology has been generally well-received. Maintenance and upgrading procedures for equipment are periodically reviewed to incorporate the newest technology. This work is all coordinated through the Information Technology Center (ITC).
During the past ten (10) years, the MSU campus has experienced construction at a scale and pace not seen since post World War II. There have been over 1,000 construction projects at the cost of over $172,000,000 since January 1990. Approximately 30% of the projects have been state funded with the remainder supported by Auxiliaries, research grants, and private donations [Appendix 8-A, Construction Query from January 1, 1990 to January 1, 1999].
Numerous buildings and facilities have had comprehensive studies, extensive renovation, or new construction since 1990. These are detailed in the Appendix 8-B, Capital Improvements Since 1990. Comprehensive information regarding these new construction projects, including contract documents, renderings, photographs, and models, will be on display in the Exhibit Room. [See Standard Eight List of Exhibits.]
Unfortunately, the state has not kept up with funding for maintenance and repair of our existing facilities. The current accumulated deferred maintenance on the MSU campus exceeds $59,000,000.
There has been steady growth in students and academic endeavors at MSU over the past ten (10) years with an increase of classrooms and general building gross square footage. Significant growth in research has increased the Grants and Contracts (G&C) activities by over 300% in the last decade. As reflected in the 1999 Faculty, Classified Staff, and Professional Staff Surveys, many of the respondents do not feel that there are adequate choices for classrooms, and that the existing classrooms do not have sufficient computer connections for faculty instruction or to meet the students. needs. It is also felt that AV equipment is insufficient. In addition, faculty and staff feel that there are not adequate choices for labs/studios to meet teaching and research requirements, and that the equipment is not adequate for instructional labs or research labs. [See Appendix 1-K, Faculty Survey; 1-L, Classified Staff Survey; and 1-M, Professional Staff Survey.]
VOICE-DATA-TECHNOLOGY
Great strides in the delivery of computing, voice, and data have been achieved over the past ten (10) years at MSU. These include a major ($10,500,000) replacement of the university's administrative software system and the shift to Transmission Control Protocol/Internet Protocol (TCP/IP) as the campus networking standard. This improvement gives all faculty, staff, and students access to the Internet. There has been a shift toward UNIX and Microsoft NT as the operating systems for our central computing system, and the successful completion of an NSF Very-High-Speed Backbone Network System (VBNS) grant, giving MSU high-speed access to the VBNS network and to Internet 2.
Even with all the accomplishments, there is much work to be completed. Many MSU academic buildings are not wired to accommodate high speed data delivery. The telephone switching equipment needs upgrading, requiring a major funding commitment. ITC has not received adequate funding to do the work it needs to do, but it has completed much with the resources it receives.
ADA-ACCESSIBILITY
In 1990 the University began a comprehensive self-evaluation for compliance with the Americans with Disabilities Act (ADA). The majority of this evaluation was completed by the MSU ADA Compliance Officer and Director of the Resource Center/Disabled Student Services. Their evaluation and transition plan brought the University into compliance with ADA in providing accessibility to every program on campus. MSU maintains a Disabled Student Services Department which resides within the University Resource Center. [See Exhibit 8.02, MSU ADA Self Evaluation and Transition Plan; and Standard Three, pp. 172.] The Office of Facilities and Services (OFS) architectural staff has researched and designed numerous projects to address many ADA needs.
The University continues to evaluate buildings for accessability. Decisions regarding remedial work are made by the University Planner in conjunction with the Director of the Resource Center/Disabled Student Services, the ADA Compliance Officer, and the University Architect. These individuals, with input from numerous MSU students with various disabilities, also develop the overall philosophy and operation plans for accessibility, identify and prioritize remedial work to be completed, and review proposed construction projects for appropriate design. Even though the University complies with the ADA making all programs on campus accessible, the individual facilities often do not meet the ADA. The University Planner has completed a comprehensive site and building evaluation of facilities that have ADA deficiencies. These deficiencies are prioritized and submitted bi-annually to the Montana Legislature for funding. Unfortunately, MSU received no funding for ADA or Life/Safely projects this past legislative session.
FUNDING
Auxiliaries construction
The funding of capital construction projects is financed in various ways. Projects for Auxiliaries such as the dormitories, food service, and the Student Union Building (SUB) that are revenue-producing facilities are financed through income generated by those facilities. Smaller projects are financed directly from renewal and replacement accounts, and larger projects are bonded, and ultimately paid, by income generated from the use of these facilities.
Recent projects include the construction of dormitories provided for specific student populations, and the renovation of various food service facilities. Based on user surveys and input, these renovation and construction projects maintain the university's ability to meet the needs of students and staff.
Research construction
Many projects are financed through Federal and/or corporate research grants for a specific research project and principal investigator. The renovation of these facilities is generally a part of the grant received. In addition, Federal funding from the Department of Agriculture financed the design and construction of the new Ag BioSciences building.
Special projects
In addition, numerous projects are funded in part by private donations. These funds typically are raised through the MSU Foundation, or by individual departments. One example of this type of project is the reclaiming of the central campus for the Centennial Mall.
Maintenance
Maintenance includes all activities necessary to identify, fund, design, and select materials and methods for any given project. Maintenance also manages the budget for upgrading, repair, and replacement projects for buildings, utilities, landscape, grounds, etc. Maintenance is funded through the state General Fund for the Facilities Services Annual Operating Budget. Maintenance can be divided into the following categories:
· Building maintenance. The systematic activities necessary to maintain, upgrade, repair, and replace building components, systems, fixtures, and furnishings damaged through normal usage and the passage of time.
· Preventive maintenance. Regularly scheduled maintenance necessary to reduce down time, minimize breakdowns, reduce accidents, and prolong the life of buildings, systems, fixtures, and furniture.
· Major maintenance. Longer term repairs, replacement, and corrective actions to preserve the on-going integrity of the physical plant and to appropriately manage the capital assets of the institution. Major maintenance projects become deferred maintenance when they remain unfunded.
· Classroom maintenance. Repair and replacement of furniture, fixtures, and accessories (chalkboards, projection screens, microphones, amplifiers, desks, seating, tables, and window coverings) to maintain the classroom environment.
· Scheduled maintenance. Programmed maintenance projects for future repair and replacement needs which maintain and/or upgrade the condition of facilities and systems. These are typically smaller scale projects and are not included in major maintenance.
Long Range Building Program
Each biennium, the University submits a comprehensive Capital Construction Program or Long Range Building Program (LRBP) to the state legislature [Exhibit 8.03, Long Range Building Program]. This submission requirement is only part of the continuing effort of on-going planning. This program includes MSU's needs along with all the other units of higher education. All needs are prioritized by the Board of Regents (BOR). MSU receives its share. of funds for code, life safety, and ADA modifications through this process. Funds have also been received for major roof replacements, the utility tunnel, the Heating Plant renovations, and the E/PS building through the LRBP process. The appropriate stewardship of facilities and infrastructure, as well as continued growth in dynamic academic programs, forms the basis for justifying funding requests. During this biennium, MSU's top priority was funding for repair, maintenance, and renovation within the Library. [See Appendix 8-C, 2002-03 LRBP Development Schedule.]
FACILITIES SERVICES
Mission
The mission of the OFS is to provide an effective physical environment that supports and enhances MSU in its delivery of teaching, research, and public service.
Specific components of the OFS mission are as follows:
· Deliver timely and cost effective facility and support services
· Provide and maintain the best possible environment for teaching and research within available resources
· Safeguard the capital investment in the university's buildings, equipment, grounds, and utilities through the development and administration of cost-effective maintenance program
· Continually evaluate and administer effective professional criteria and standards for the design, construction, and maintenance of all facilities
· Assure effective land and building utilization through a program of professional, comprehensive facilities planning
Facilities Services consists of seven (7) service management areas which include:
· Environmental Services
· Administration and University Services
· Maintenance, Operations, and Work Control Center
· Facilities Planning and Management
· Engineering and Utilities
· Architectural Services
· Secretarial Services
The managers of each of these divisions report directly to the director of OFS, who in turn reports to the Vice President of Administration. [See Exhibit 8.04, 1995 Administrative Services Review; Exhibit 8.05, Office of Facilities Services Organizational Chart; Exhibit 8.06, Position Descriptions for Facilities Services Key Personnel; Exhibit 8.07, Resumes of Facilities Services Professional Staff.]
Facilities Planning and Management
The Facilities Planning section budgets, plans, organizes, directs, and administers the activities of the planning division. It utilizes the principles and practices of architecture, campus planning, landscape architecture, and multiple engineering professions. The different branches work together to define, plan, defend, and implement the capital construction program, campus planning, facilities renovation, and major maintenance for the University. This section uses extensive knowledge of master planning and architectural practices, building codes, construction costs, construction management, historic MSU and State of Montana precedent, to interpret users needs, budgetary management, and project management. Facilities Planning also administers the Facilities Condition Inventory (FCI) audit process.
Architectural Services
Architectural Services provides technical and professional expertise required to accomplish construction work necessary to protect the life, health, and safety of building occupants. It also accommodates program needs through remodeling, renovation, or maintenance for MSU and seven (7) geographically dispersed AES facilities. Architectural Services consists of employees with expertise in planning, project design (architectural, mechanical, electrical, civil), and construction administration, including registered Architects and engineers, architectural technicians, computer-aided design and drafting (CADD) systems manager, CADD technicians, and field project manager/construction inspectors. Architectural Services is directly responsible for:
· Architectural and engineering design both in-house and coordination of work performed by consultants
· Pedestrian and vehicular traffic/transportation engineering; landscape design
· Production of contract documents
· Project management
· Construction administration
· Archival of building, site, and utility information
· Production and storage of CADD information
Engineering and Utilities
The Engineering and Utilities group within Facilities provides multi-disciplinary professional engineering services, technical consultation and assistance, maintenance and operations support, plan and code review, cost estimating and benefit analysis, and project administration. It also provides technical operations, maintenance and repair services to heating, ventilating, air conditioning and refrigeration (HVAC-R) systems, and specialized lab/research equipment and systems to utility distribution systems, and to the central steam/co-generation plant and emergency systems. This group forecasts utility consumption, using profiles and rates; procures utility commodities in the competitive-market environment; administers resource conservation and energy management; represents the University in utility regulatory proceedings; and administers annual utility and operations budgets of $5,000,000 with $7,000,000 plus of budget activity in state, designated, and G&C accounts.
Academic support
The Facilities staff pride themselves on their commitment to the support of academic programs. New construction and facilities upgrades provide a dynamic set of resources for teaching and learning. New computing and pedagogical technologies enhance the ability of the institution to meet the instructional mission.
Annually, the Engineering division of OFS collaborates with the College of Engineering and sponsors a senior design project in an area of need. These projects are related to building facilities such as an HVAC design/investigation or an energy analysis. The OFS engineers provide the task to the student team, and work with them throughout the process. They hold progress meetings, help critique their work at completion, and provide a feed-back report to the class professor. This gives the students real-world experience dealing with buildings and mechanical systems, and gives the OFS engineers new ways to look at continual problems.
Maintenance, Operations, and Work Control Center
The operation and maintenance of the university physical facilities is the responsibility of employees skilled in such trade areas as carpentry, electrical, plumbing, heating, refrigeration, air conditioning, roofing, locksmithing, painting, glazing, landscaping, construction, warehousing, and custodial. More than 20,000 work orders are completed yearly to serve the needs of all departments. Systematic programs are in place for preventive maintenance, building maintenance, classroom maintenance, scheduled maintenance, and major maintenance.
In addition, cost estimating, work scheduling, and job costing systems are used for all maintenance work.
The Work Control Center of the OFS centralizes the production planning, paperwork processing, estimating, scheduling, controlling, coordination, evaluation, and follow-up of all maintenance, service, and project work orders. This area consolidates the responsibility for controlling coordinating line functions, assessing staff requirements, determining material needs, and scheduling the activities of Facilities Services. line service units. This area also serves as a communications center and focal point for all of Facilities Services. daily activities and provides centralized professional estimating services for maintenance, renovation, and new construction activities.
Custodial and housekeeping
The Custodial Services section of Facilities Services is charged with minimizing the deterioration of inside building surfaces (particularly floors) and providing a clean, sanitary, pleasant interior environment to enhance the learning process and facilitate teaching and research. Custodial Services is also responsible for providing after-hours building security, keeping the building interiors free from physical hazards to campus users, removing solid waste from the buildings to collection containers outside, and sorting and handling materials to be recycled.
In the Faculty, Classified Staff, and Professional Staff Surveys, respondents generally rated the housekeeping effectiveness as marginal to adequate. Major cuts sustained by the OFS state budget in 1993 produced a reduction in the custodial labor force of 21%. This cutback necessitated a reduction in the frequency of cleaning of certain building spaces. Table 8-01 illustrates OFS's self-evaluation of the level of custodial service it is able to provide, using the Association of Physical Plant Administrators (APPA) ratings.
| Table 8-01
APPA LEVEL RATINGS FOR CUSTODIAL SERVICE |
||
|
Area |
APPA Level |
APPA Description |
|
Classrooms, circulation areas, restrooms, class laboratories |
3 |
Casual attention |
|
Offices, office suites |
4 |
Moderate dinginess |
|
Research laboratories |
5 |
Unkept, neglect |
Compounding this problem has been a depressed wage schedule for custodians and housekeepers imposed by the state classified workers. pay plan. MSU has recently been able to correct some of this problem with an unprecedented group pay exception for custodians. This has significantly helped in the custodial staffing challenges.
Landscape and Grounds
The Landscape and Grounds section of OFS is responsible for the following:
· Maintaining the campus grounds
· Implementing campus landscape and grounds improvements
· Reviewing plans and specifications for proposed construction projects
· Evaluating finished construction as it relates to such specifications
· Keeping the grounds free from physical hazards to campus users, including snow removal
Special attention continues to be paid towards the landscape and grounds of the campus. The center of the campus was reclaimed as a pedestrian "mall," including extensive landscaping, walkways, site furniture, and other improvements. This was made possible by the construction of the utility tunnel and the generous donations of alumni and friends of the University. Significant areas of landscaping and concrete sidewalks have been added campus-wide, all to the betterment of the aesthetic and functional layout of the campus. These areas, however, all require more maintenance, care, and snow removal. There has been some increase in funding for Landscape and Grounds, but the financial support is barely keeping up with the growth in landscaped areas and expectations of the campus community.
Facilities Condition Inventory
MSU developed the FCI that has been adopted by the State of Montana to evaluate the condition of existing buildings and establish a solid database for deferred maintenance. Each month a scheduled building is inspected by a team of architects, engineers, and trades personnel (electricians, carpenters, plumbers, heating plant). With the number of large academic buildings on campus, it takes the OFS staff three (3) years to complete one (1) cycle of the FCI needs assessment process at MSU. Each building is evaluated with respect to the following:
· Life safety
· Damage/wear-out
· Code/standards
· Environmental improvement
· Energy conservation
· Aesthetic considerations
· ADA
· Renovation/adaptive upgrade
This FCI has provided clear and concise information to assist the facilities managers in prioritizing deferred maintenance, the day-to-day management of maintenance resources, and building renewal and replacement needs [Exhibit 8.08, Facilities Condition Inventory].
Records management
In 1990 it became apparent that the management of plans, specifications, and project files was inadequate. Many projects were filed randomly in cardboard boxes. Blueprints and original drawings were stacked on the floor in a storage area, and projects were not consistently named or numbered. A records manager was hired to implement a system for filing projects. Subsequently, all information related to construction or remodeling projects was reviewed, evaluated, and properly filed. One FTE records manager and part-time student help are required to ensure that this irreplaceable resource is properly managed.
CADD management
As utility information, building drawings, and projects are designed and documented electronically, it is imperative to manage this electronic media. Facilities Services has a full-time CADD manager that coordinates all in-house and private sector consultant work, and has established and maintained the CADD standards to be used for all design projects [Exhibit 8.09, CADD Standards].
Administration and University Services
The Accounting Department is responsible for OFS purchasing, accounts payable and receivable, financial accounting and records keeping, budget preparation and monitoring, and financial support.
The Computing Services department collects and processes computerized data providing operations support, production control, hardware and software support, information support, data input and output control, and user services. Hardware resources include an IBM AS/400 System and Windows NT network servers, supporting fifty (50) plus personal computers/terminals, plus all associated devices (printers, tape drives, data collection devices, etc.). The Computing Services department manages all software systems, providing architectural design, work flow management, inventory control, data processing, word processing, report generation, and statistical analyses. Systems supported include human resource systems, barcode inventory systems, financial resource systems, job cost work order system, facilities building and room condition inventory, preventative maintenance schedules, utility metering records, vehicle maintenance records, fuel sales histories, and capital equipment records. Technical support for these diverse applications requires in-depth knowledge of how these systems work and interact.
Motor Pool
The Motor Pool, a self-supporting department within the OFS, purchases, maintains, and leases a fleet of thirty-five (35) motor vehicles including vans, Suburbans, trucks, sedans, and a bus. These vehicles are available for rental to MSU departments and other state agencies.
Campus Stores
Supply and capital equipment purchases are managed by Campus Stores. Campus Stores is self-supporting, generating income from selling materials to campus departments via Campus Maintenance workers (electricians, plumbers, carpenters, painters, locksmiths, elevator technicians, HVAC personnel, grounds keepers, and mechanics), and other supplies directly to campus departments (office supplies, fine and coarse paper, building supplies). Campus Stores maintains two (2) inventories valued at approximately $300,000 located in six (6) storage buildings. In addition, they operate a long term storage activity, renting storage space to campus departments, located in three (3) storage buildings.
HEALTH AND SAFETY
Safety and Risk Management
The MSU Safety and Risk Management department is responsible for developing and administering safety programs, enforcing occupational and environmental health regulations, managing hazardous materials, worker's compensation, the ionizing and non-ionizing radiation safety program, insurance coverages, loss mitigation, and catastrophic event mitigation [Appendix 8-D, Health and Safety Detail].
Hazardous waste policy
The Chemical Safety officer provides hazardous waste disposal services for the University, as well as state and federal agencies affiliated with MSU. The chemical safety program also provides assistance for compliance with other governmental, environmental, and chemical regulations. Campus departments are required to treat all surplus chemicals and chemical wastes as hazardous materials for collection and disposal by the Chemical Safety Officer. This procedure reduces inappropriate disposal via the sewer system and the landfill.
Fire/Life Safety policy
The Fire/Life Safety Officer is responsible for developing, implementing, and maintaining campus fire/life safety programs. These programs include, but are not limited to: personnel training in all areas regarding fire safety and awareness, inspecting fire safety in all buildings on campus, assuring that all fire suppression and warning systems are in compliance with current standards, developing effective emergency response plans, and maintaining a close working relationship with the local fire department. Life safety and property protection are the two (2) foremost priorities. All programs are periodically re-evaluated for the benefit of the campus community.
Radiation Safety policy
The Radiation Safety Officer is responsible for ensuring that individuals working with radioactive materials or radiation producing equipment are monitored for and protected from physical exposures to radiation. Federally mandated limits to occupational radiation exposures are enforced.
Occupational Health policy
The Occupational Health Officer is responsible for:
· Safety training
· Health screening of specified employees
· Promoting a safe and healthy work place
Occupational safety regulations are enforced by the State of Montana, Department of Labor and Industry, in compliance with federal Occupational Safety and Health Administration (OSHA) regulations. The Occupational Health Program also prescribes and provides a large portion of the safety and protective equipment required by employees performing tasks for which personal protective equipment is mandated.
EQUIPMENT AND MATERIALS
Property Management is responsible for the control of inventory of all capital equipment costing $1,000 or more. All such equipment is invoiced, inventoried, and tagged with a property management number that locates and identifies the item within a department. Each item is described by manufacturer, brand, model, serial number, location, and department. Inventory reports are sent to all departments every year for review, corrections, changes, additions, or deletions. Property Management is also responsible for the disposal of unwanted, unusable, or unneeded capital equipment. Property Management advertises surplus and give-away items, assists departments in the sale or trade-in of equipment, and disposes of broken and unusable equipment. Approval is obtained through the State Property and Supply Bureau for disposition of all equipment. In addition, equipment records comply with state regulations. Property Management assists each department in keeping accurate equipment records. [See Exhibit 8.10, Property Management.]
EQUIPMENT AND FURNISHINGS
The task of keeping up with academic equipment is an overwhelming challenge. The condition of science teaching laboratories ranges from state-of-the-art to poor and even dangerous. The chemistry and biology labs are some of the oldest and in the poorest condition. There have been minor renovations over the past few years, but limited work has been accomplished in the teaching labs.
A student computing fee is assessed to each student and generates funds specifically for lab equipment, computers, and support. A campus committee of students, faculty, and staff make recommendations for the use of these funds. The computing equipment for students at MSU is above-average and well-maintained.
Equipment for research is funded, almost totally, through grants. The equipment in research labs is often the best available, even though the space the researchers occupy may not be adequate.
As the budgets for construction of new buildings continue to be underfunded, and the budgets for equipment and furnishings continue to be inadequate, these elements are left out of some projects all together. This has resulted, in some cases, in new buildings with old and/or salvaged fixtures and furnishings. The replacement and repair of furnishings is haphazard.
PHYSICAL RESOURCES PLANNING
Student growth at MSU has been steady over the past ten (10) years, growing from 10,400 in 1990 to 11,750 at the beginning of 1999. This growth trend is expected to continue at a moderate, yet constant pace. The reputation of selected educational programs within the University continues to draw international students, as well as those throughout the region. The challenge is to provide quality facilities to accommodate this growth. In the past ten (10) years, the University has been able to increase its physical assets to support academic and research programs by over 330,000 new square feet. This takes into account the removal of obsolete buildings (i.e., Ryon Lab and one (1) USDA Lab).
There has been an increase in the total number of classrooms from 112 to 126. Many classrooms have been supplied with "smart podiums," however, many classrooms do not meet the needs of faculty and students. There is an increasing need for classrooms to accommodate fifty (50) to sixty (60) students, and there are only four (4) large lecture halls on campus seating from 250 to 350 students. Many classrooms lack the flexibility to support new and changing types of instruction, and some lack the technology necessary to deliver state-of-the-art instruction. Numerous classrooms have been converted to meet the increasing demand for computer classrooms, removing general classroom space. The space available in the Library is not adequate to meet the needs of an institution of this size (see Standard Five, pp. 223-224).
Food service and other services in the SUB are functioning beyond their intended limits. Students, faculty, and staff have to stand in long lines for food, to buy and return books at the bookstore, and obtain other services. The bookstore is looking at options for renovation and better merchandising. The SUB has completed a comprehensive space utilization analysis to assist in further planning. [See Exhibit 8.11, SUB Space Study.]
SPACE UTILIZATION
In 1996, all spaces on campus were physically checked, inventoried, and the data on each individual room was updated in the computerized Facilities Inventory data base. This information provides a basis for a future comprehensive space utilization study. All floor plans are currently in the process of being updated to accurately reflect the layout of each building. The University Planner has visited other institutions to gather information about individual space inventory processes, and has also attended national space inventory seminars. A proposal is being developed for consideration by the President's Executive Council (PEC) regarding an extensive space utilization study. The SUB is the only facility that has had comprehensive space utilization studies completed to date.
One way to deal with dwindling facilities resources is to become more efficient in the use of the existing facilities. Opportunities for improving efficiency include improvements to existing space and acquiring needed maintenance funds for existing buildings. Most space is managed by individual departments, with the exception of registrar-controlled classrooms. Space utilization and efficiency data are now being collected. Future space needs are being projected for budget requests. Space will be assigned when available and reassigned if it is not being efficiently utilized. The administration of space should reflect the philosophy that an individual does not own space, space is not an entitlement, space is not free, and each occupant is expected to use space well. Currently, there is no accurate way to make these determinations. [See Exhibit 8.12, Facilities Inventory.]
MASTER PLANNING-CAMPUS DESIGN GUIDELINES
MSU has documented master plans for campus development since the founding of the University. The early master plans were based on a formal site plan which included a core of academic buildings and agricultural facilities including numerous barns and open areas. These early master plans were abandoned during subsequent expansions of the campus. In 1982, the first phase of an updated planning process was begun by Facilities Planning and Management (former title for OFS). The resulting documents analyzed growth trends and changes in the university academic program, identified elements for future studies, and recommended establishing guidelines for campus development. Since 1982 it has become apparent that a traditional, single 'master plan' does not provide the flexibility needed to direct the growth of the University.
Campus planning is directed and recommended by the University Facilities Planning Board (UFPB) under the direction of the President [Exhibit 8.13, University Facilities Planning Board]. The UFPB is a diverse group including the Director of Disabled Students, the Director of theAES, the Director of Auxiliary Services, the Director of Facilities Services, the University Planner, and representatives of the Vice President of Administration, the Vice President of Research/Creative Activities, the Vice President of Student Affairs, the Provost, students, classified employees, professional employees, and the faculty. The goal of the UFPB is to ensure a campus environment which nurtures and develops the sensitivity of the individual, develops spatial awareness, and provides value to society.
In 1996, the President and UFPB determined that guidelines were needed to direct growth while allowing for maximum flexibility. An intensive two (2)-day charette workshop was held to discuss new construction, improvements to the campus, recommendations for new projects, and guiding principles for planning. As a result of this charette, a two (2)-year effort was undertaken by UFPB to write the MSU Campus Design Guidelines. This document is the result of extensive research with input from constituents including faculty, staff, students, the City of Bozeman Planning staff, the Gallatin County Planning Department, and private sector architects, and planners. The purpose of the design guidelines is to facilitate growth and development in a coherent, sensitive, and dynamic manner.
All construction and planning projects are brought to the UFPB for review, input, compliance with the Design Guidelines, and a recommendation is made to the President, who ultimately gives final approval on all projects. UFPB meets every other week on a year-round calendar. The Campus Design Guidelines provide the standards for meeting the demand for new facilities, upgrading existing facilities, and the development of campus facilities resources [Exhibit 8.14, Campus Design Guidelines; and Exhibit 8.15, Campus Master Planning Charrette Report].
LIGHTING STUDY
A comprehensive outdoor lighting study was completed in 1990, and since that time over $2,000,000 has been invested in the complete relighting of the central campus. This has resulted in a well-lit central campus and more efficient energy consumption [Exhibit 8.16, Campus Lighting Study].
CAMPUS OPEN SPACE STUDY
In 1995, the OFS funded an in-depth Open Space Study of several of the more important open spaces on the MSU campus. This study established a format for evaluating the spaces, examined the general relationship of open space to use and activities, and addressed the value of open space. Suggestions and comments were solicited from the entire university community. The goal of the study was to identify open spaces and to give direction for the best utilization of university property. [See Exhibit 8.17, Campus Open Space Study.]
PARKING STUDY
A comprehensive study of parking at MSU was completed in 1997 and provided recommendations for improvement. Some of these recommendations have been implemented. The student government provides regularly scheduled shuttle busses to several areas within Bozeman, although this bus service is not well utilized. Sufficient parking exists to accommodate faculty, staff, and students; however, many users feel that the parking lots are not located close enough to the central campus. The northeast sector of campus has very limited parking with no remaining land to build parking facilities. Extensive lighting has been installed in the parking lots to provide for greater safety at night. Parking lots south of the Johnstone center and at Antelope Street are new, and the lots at Roskie/South Hedges and the Fieldhouse have been re-constructed. A schedule for maintenance and repair on all existing lots is in place.
All parking facilities are funded through parking revenues, and the construction noted above resulted in significant and unpopular increases in parking fees. While some dissatisfaction exists among students, faculty, and staff, parking at MSU is within acceptable ranges of all peer institutions for the number of parking spaces available, the cost of parking, and the distance people must walk from their cars. Improvements and expansion of parking will be implemented as demand, and subsequent fees increased. [See Exhibit 8.18, Campus Parking Study.]
UTILITY ASSESSMENT
Miles of underground infrastructure (gas, power, water, sewer) are maintained to support teaching, research, housing, and other campus activities. An organized effort is underway to determine the conditions of these resources and fund their renovation, maintenance, and/or eventual replacement.
CAMPUS IRRIGATION STUDY
The University has developed a water reservoir to hold 4.5 million gallons of water for irrigation, thereby reducing dependence on expensive treated city water supplies. The installation of underground sprinklers using MSU water is underway. The entire irrigation system is currently being studied and master planned as an important campus utility. [Exhibit 8.19, Campus Irrigation Study.]
CONCLUSIONS
A comparison of costs per square foot with MSU's peer institutions shows that MSU's budget is significantly less for a majority of functions, including building maintenance, custodial services, heating plant, and landscape and grounds. Facilities Services has streamlined operations and incorporated extensive information technology systems to manage accounting, project, and work order data. Increasing the funding to Facilities Services is crucial in order to protect the state's investment in the university's physical assets, and to provide adequate levels of service for the campus community.
Despite the success in procuring funding for a significant stadium renovation, the state legislature has stipulated that no operations and maintenance (O&M) funds are to be allocated for maintenance of the stadium. Other similar new construction and renovation continues to place added burdens on the O&M budgets of the University. For example, the University has been able to fund two (2) new research/teaching buildings with federal and corporate grants and private donations, but the state has funded the O&M for these buildings at only half the needed amount.
As of January 1999 the deferred maintenance on the central MSU campus exceeded $59,000,000, of which $43,000,000 was urgent needs threatening the capabilities of the facilities to support the Mission of the University. This deferred maintenance does not include the AES, nor does it include any estimates for adaptive renovation of existing spaces. This backlog of deferred maintenance will continue to grow unless adequate resources are provided to ensure safe, functional, and well-maintained facilities.
The following are issues requiring immediate attention:
· A campus-wide space utilization study should be completed and a formal space optimization system developed and implemented to provide the tools needed to make sound and efficient space utilization decisions.
· A program needs to be developed for campus-wide furniture replacement, funded on a regular basis.
· A systematic program is needed to evaluate, prioritize, and upgrade academic equipment, and will require the establishment of adequate equipment replacement funding.
· The Campus Design Guidelines need to be reviewed by campus and community constituents on a regular basis.
· The Planning Design Guidelines need to be coordinated with the University Academic Development Policy and reviewed and updated on a regular basis making the Guidelines a continuing planning and evaluation tool.
Issues such as growth, fiscal constraints, aging infrastructure, land and building preservation, and external relations with the City of Bozeman need to be taken into consideration if this is to be a dynamic planning tool.
· The University, in conjunction with the OFS, should develop strategies to protect and expand the O&M budget
· The implementation of a central, computerized heating, ventilating, and air conditioning control system for all facilities, and timely replacements of antiquated temperature control systems throughout campus, should be made a higher priority. Poor heating and ventilation systems and associated temperature controls represent one (1) of the sources of greatest dissatisfaction on campus.
· Classroom maintenance and modernization should continue to be a high priority. This includes improvements in classroom flexibility through better instructional equipment and improvement of the instructional environment.
· A study should be undertaken to determine the prospects for long-range research space needs. A more comprehensive procedure should be developed and implemented to review space and funding resources prior to offers of employment committing existing space or requiring new facilities.
· A systematic plan needs to be developed and funded to wire all academic buildings for high speed data delivery and to upgrade the telephone switching gear.
· The repair, maintenance, and renovation of the AES facilities needs to be given a higher priority.
· The project and maintenance workload handled by OFS engineers has steadily grown, and despite significant recent improvements in utility infrastructure, active pursuit of energy conservation grants, and aggressive pursuit of competitive-market energy procurement, the mechanical/electrical deferred maintenance needs continue to grow beyond available funding. Significant utility infrastructure needs remain to be addressed.
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STANDARD EIGHT - LIST OF TABLES |
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Table 8-01 |
APPA Level Ratings for Custodial Service |
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STANDARD EIGHT - LIST OF APPENDICES |
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Appendix 8-A |
Construction Query from January 1, 1990 to January 1, 1999 |
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Appendix 8-B |
Capital Improvements Since 1990 |
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Appendix 8-C |
2002-03 LRBP Development Schedule |
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Appendix 8-D |
Health and Safety Detail |
http://www.montana.edu/wwwsrm/
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STANDARD EIGHT - LIST OF EXHIBITS |
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Exhibit 8.01 |
1999 MSU Property Appraisal |
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Exhibit 8.02 |
MSU ADA Self-Evaluation and Transition Plan |
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Exhibit 8.03 |
MSU Long Range Building Program |
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Exhibit 8.04 |
1995 Administrative Services Review |
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Exhibit 8.05 |
Office of Facilities Services Organizational Chart |
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Exhibit 8.06 |
Position Descriptions for Facilities Services Key Personnel |
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Exhibit 8.07 |
Resumes of Facilities Services Professional Staff |
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Exhibit 8.08 |
Facilities Condition Inventory |
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Exhibit 8.09 |
CADD Standards |
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Exhibit 8.10 |
Property Management |
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Exhibit 8.11 |
SUB Space Study |
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Exhibit 8.12 |
Facilities Inventory |
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Exhibit 8.13 |
University Facilities Planning Board |
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Exhibit 8.14 |
Campus Design Guidelines |
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Exhibit 8.15 |
Campus Master Planning Charrette Report |
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Exhibit 8.16 |
Campus Lighting Study |
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Exhibit 8.17 |
Campus Open Space Study |
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Exhibit 8.18 |
Campus Parking Study |
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Exhibit 8.19 |
Campus Irrigation Study |
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CAPITOL IMPROVEMENT PROJECTS ON DISPLAY IN EXHIBIT ROOM |
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Project |
Displays |
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Ag BioSciences Building |
Contract Documents, Renderings |
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Engineering/Physical Sciences Building |
Contract Documents, Renderings |
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EpiCenter Pilot Project |
Schematic Drawings |
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Family Housing - McIntosh Court |
Survey, Contract Documents |
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Fieldhouse Renovation |
Contract Documents, Renderings |
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Heating Plant Renovation |
Contract Documents |
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Library |
LRBP Proposal for Renne Library Renovation, Rendering of Reading Room |
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New Residence Halls |
Survey, Contract Documents |
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Stadium Renovations Phase I and II |
Contract Documents, Renderings |
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Utility Tunnel - Centennial Mall |
Contract Documents, Renderings, Model |
Return to Self Study Table of Contents.